Located at 1026 A Ave NE in Cedar Rapids, IA, St. Luke's Hospital is a leading healthcare provider dedicated to improving the health of the individuals and communities we serve. Consistently ranked among the top hospitals nationally, St. Luke's is recognized for superior clinical outcomes, patient safety, and patient experience, holding a 5-star rating from CMS. We offer a wide range of specialties, including cardiac care, robotic surgery, a Level III NICU, and trauma care. St. Luke's is proud to be recognized as one of America's 100 Top Hospitals, providing exceptional, patient-centered care every time.
| Hospital Name | St. Luke's Hospital |
|---|---|
| Facility ID | 160045 |
| Address | 1026 A AVE NE |
|---|---|
| City/Town | Cedar Rapids |
| State | IA |
| ZIP Code | 52402 |
| County/Parish | LINN |
| Health System | UnityPoint Health |
|---|---|
| Health System Website Domain | unitypoint.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 25 |
|---|---|
| Health System Total Beds | 3388 |
| Health System Hospital Locations | Iowa, Illinois and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UnityPoint Health |
| Emergency Services | Yes |
Mark Willis currently serves as Vice President of Operations for St. Luke's Hospital in Cedar Rapids. He began his healthcare career at UnityPoint Health as an Administrative Fellow at St. Luke's Hospital and over the last decade, has held numerous leadership positions such as Administrator, St. Luke's Hospitalist Program; Director of Operations, UnityPoint Clinic – Cedar Rapids, and most recently as Director, St. Luke's Physical Medicine and Rehabilitation. Mark graduated from the University of Iowa with a bachelor's degree in Global Health and a master's degree in Healthcare Administration.
Casey Greene is the President for UnityPoint Health – Cedar Rapids. Prior to this role, Casey served as Vice President and Chief Operating Officer for UnityPoint Health – Cedar Rapids for four years and prior to that he was Chief Operating Officer for Mercy Hospital located in Iowa City, IA. Casey has 20+ years of experience in operational leadership, human resources, compensation, and finance. During his tenure in Cedar Rapids, he helped navigate the organization through the Covid-19 global pandemic, nation-wide staffing challenges and recovery from an Iowa derecho storm. He oversees the operations of St. Luke's Hospital and various clinics and care facilities.
NA
NA
NA
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 532 |
|---|
| FTE Employees on Payroll | 1831.35 |
|---|---|
| FTE Interns & Residents | 4.04 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15733 |
| Inpatient Days (Title XIX) | 19283 |
| Total Inpatient Days | 59252 |
| Bed Count | 281 |
| Available Bed Days | 101251 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3326 |
| Discharges (Title XIX) | 4195 |
| Total Discharges | 12573 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13643 |
| Inpatient Days (Title XIX; Adults & Peds) | 14108 |
| Total Inpatient Days (Adults & Peds) | 47423 |
| Bed Count (Adults & Peds) | 235 |
| Available Bed Days (Adults & Peds) | 84461 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3326 |
| Discharges (Title XIX; Adults & Peds) | 4195 |
| Total Discharges (Adults & Peds) | 12573 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 79% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | Worse Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 194 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -23.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | 10 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.611 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.188 |
| SSI SIR (Standardized Infection Ratio) | 0.165 |
| CDI SIR (Standardized Infection Ratio) | 0.449 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,350 |
|---|---|
| Bad Debt Expense | $9,214 |
| Uncompensated Care Cost | $5,909 |
| Total Uncompensated Care | $14,451 |
| Total Salaries | $121,810 |
|---|---|
| Overhead Expenses (Non-Salary) | $164,349 |
| Depreciation Expense | $5,207 |
| Total Operating Costs | $316,331 |
| Inpatient Charges | $466,215 |
|---|---|
| Outpatient Charges | $696,920 |
| Total Patient Charges | $1,163,136 |
| Core Wage Costs | $26,649 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $115,925 |
| Contract Labor (Patient Care) | $18,490 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,469 |
|---|---|
| Short-Term Investments | $621 |
| Notes Receivable | |
| Accounts Receivable | $166,016 |
| Allowance for Doubtful Accounts | $-111,915 |
| Inventory | $10,738 |
| Prepaid Expenses | $2,131 |
| Other Current Assets | $3,660 |
| Total Current Assets | $86,990 |
| Land Value | $18,608 |
|---|---|
| Land Improvements Value | $3,116 |
| Building Value | $164,044 |
| Leasehold Improvements | |
| Fixed Equipment Value | $89,185 |
| Major Movable Equipment | $141,646 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $157,676 |
| Long-Term Investments | $77,509 |
|---|---|
| Other Assets | $215,401 |
| Total Other Assets | $292,911 |
| Total Assets | $537,577 |
| Accounts Payable | $19,281 |
|---|---|
| Salaries & Wages Payable | $18,404 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $16,376 |
| Total Current Liabilities | $95,957 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $55,710 |
| Total Long-Term Liabilities | $55,710 |
| Total Liabilities | $151,667 |
| General Fund Balance | $385,909 |
|---|---|
| Total Fund Balances | $385,909 |
| Total Liabilities & Equity | $537,577 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $28,133 |
| DRG (Post-Oct 1) | $9,889 |
| Outlier Payments | |
| DSH Adjustment | $1,903 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $23,428 |
| Total IME Payments | $47 |
| Inpatient Revenue | $471,999 |
|---|---|
| Outpatient Revenue | $781,341 |
| Total Patient Revenue | $1,253,340 |
| Contractual Allowances & Discounts | $878,577 |
| Net Patient Revenue | $374,763 |
| Total Operating Expenses | $286,158 |
| Net Service Income | $88,605 |
| Other Income | $25,822 |
| Total Income | $114,427 |
| Other Expenses | $136,050 |
| Net Income | $-21,623 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $45,072 |
| Medicaid Charges | $197,387 |
| Net CHIP Revenue | $832 |
| CHIP Charges | $3,612 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |